This chapter presents an exegetical analysis of the book of Esther , focusing on the characteristics and actions of Esther and Mordecai as they related to navigating the crisis of possible Jewish genocide in Susa. Using narrative analysis , the exegetical analysis shows evidence of specific characteristics and behaviors that support and exemplify resilience in the characters of Esther and Mordecai. Also, the analysis establishes the importance of relationship and spirituality in supporting resilience and the emergence of team leadership between Esther and Mordecai. In all, the chapter provides evidence that leaders during a crisis may benefit from team leadership that supports both individual and group resilience.
Introduction
Organizational leadership research covers a variety of areas of organizational life and experience. As the world continues to grow more complex with unprecedented change, increasing instances of natural disasters, and greater globalization, the ability of leaders to effectively navigate and manage crisis also increases in importance. While leadership research has amassed a large reservoir of literature on the characteristics, behaviors, and actions of a good leader, only a small portion of the literature reflects the characteristics and behaviors of a leader during a crisis. The following chapter seeks to establish the importance of resilience and team leadership in light of a crisis using the story contained in the book of Esther as an example.
The chapter reviews the definition of crisis , crisis leadership, and crisis management . In addition, a review of the literature on resilience as it applies to both individuals and groups provides evidence for the specific behaviors, characteristics, and systematic issues that either support or get in the way of resilience. The exegetical analysis of the book of Esther links back to the literature showing a strong connection between personal characteristics, relationships, and spirituality as components in a resilient response to a crisis. Also, the narrative analysis focuses particular attention on the relationships between the characters and the spirituality of the main characters, Esther and Mordecai .
Review of the Literature
The following literature review begins by exploring the definition of crisis . Defining what constitutes a crisis supports the discussion of leadership during a crisis, as some situations may be difficult, but not necessarily a crisis. Second, a discussion of leadership during a crisis provides a basic understanding of the characteristics and actions most practitioners and scholars espouse for leaders during a crisis. Finally, a review of resilience theory from both individual and group perspectives provides key actions and characteristics that support resiliency, which will be applied to the biblical text under analysis.
Defining Crisis and Crisis Leadership
In order to understand leadership during a crisis , a clear idea of what constitutes a crisis needs to be articulated. Many definitions of crises exist, but all the definitions include some element of uncertainty, urgency, and a level of disruption to ordinary routine. The following table outlines a few of the definitions of crises provided in the crisis literature (Table 8.1).
Table 8.1
Definitions of crisis
Author | Definition |
|---|---|
Chabau (2010) | Crucial or decisive point or situation |
King (2002) | Internal or external event that can significantly affect or end an organization |
Massey and Larsen (2006) | Out of the ordinary disruption |
Sapriel (2003) | “event, revelation, allegation, or set of circumstances which threatens the integrity, reputation, or survival of an individual or organization” (p. 348) |
Sommer, Howell, and Hadley (2016) | Event or time of uncertainty, influenced by time urgency |
Individual responses to a crisis vary. Chabau (2010) argued that a crisis creates a number of reactions in those experiencing the crisis including fear, a need and desire to eliminate the uncertainty, a desire to blame others, and a tendency to manipulate information to ease the fear and uncertainty. In short, the negatives of a person’s character tend to rise to the surface during a crisis (Chabau, 2010).
The appropriate response to a crisis manages the uncertainty and mitigates the effects of the crisis (King, 2002). Crisis management includes directing both resources and activities in response to a crisis, which can be human-made or born of natural events (Jobidon et al., 2017, p. 63). In addition, crisis management tends to be systematic (King, 2002). The role of the leader in crisis management encompasses many critical functions and roles. During a crisis, the leader becomes a “repository” of fear reflecting all of the negative emotions of those they are leading, including fear, anger, grief, or resolve (Sapriel, 2003, p. 352). In many cases, a leader must possess the strength of character to express confidence they may not feel, holding both their vulnerability and their ability to see a clear vision in a state of tension (Anderson, 2018).
Crisis leadership requires leaders, in using their influence, to guide a systematic set of actions that take into account a comprehensive understanding of the situation (Chabau, 2010; Mitroff, 2001). As such, the leader during a crisis must assume and be responsible for many higher-order actions (Anderson, 2018). Leaders during crisis must possess the ability to influence and motivate others, show their responsibility for the outcome, direct shared vision and goals, adapt, and work to align resources and goals (Anderson, 2018). Anderson (2018) argued that during a crisis, leadership often emerges as individuals and the organization attempt to meet the challenges and uncertainties of the crisis.
Wooten and Hayes James (2008) argued for three separate parts of crisis , pre-crisis , crisis, and post-crisis . Pre-crisis requires leaders to engage in sense-making , perspective taking, issue selling, organizational agility, and creativity (Wooten & Hayes James, 2008). The actual crisis requires leaders to engage in decision-making under pressure, effective communication, and risk-taking (Wooten & Hayes James, 2008). Finally, post-crisis requires leaders to show resilience , act with integrity, and learn from the crisis (Wooten & Hayes James, 2008).
A number of scholars and practitioners have articulated the actions and characteristics leaders need to ensure successful crisis management . Jaques (2012) indicated that leaders must encourage a proactive crisis culture, ensure standards and processes, set an example, address risks, encourage upward communication, build relationships, be ready to deal with the media, and encourage learning. Tichy and Bennis (2008) indicated that leaders need to be prepared, make the call, execute the plan, and learn from the crisis. Boin, Kuipers, and Overdijk (2013) suggested that effective crisis management requires making things happen, getting the job done, and fulfilling a “symbolic need for direction” (p. 81). Wood (2013) stressed doing the right thing, remaining poised, being bold, and celebrating the victory. Anderson (2018) denoted balancing expertise and analysis with intuition, levering experience, decision-making, and collaboration, appreciating the urgency and acting decisively, and collaborating with other networks. Prewitt and Weil (2014) articulated three components including leading from the front, focusing on core purposes, and building a team. Stern (2013) identified five key challenges to crisis management including sense-making , decision-making, meaning-making, terminating the crisis, learning, and preparing for a future crisis.
Parmenter (2010) described particular leadership characteristics and attributes that assist in crisis management including respect, flexi...